December 2019 Material Handling Wholesaler

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Material Handling Wholesaler: (ISSN # 2155-3467) is published monthly for new and used equipment dealers, equipment manufacturers, manufacturer’s reps, parts suppliers, and service facilities serving the material handling industry. Editorial opinions expressed herein are the author’s and do not necessarily reflect the opinions of Material Handling Wholesaler. All material contained herein is protected by copyright laws and owned by Specialty Publications International Inc.

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Cover story Eileen Mozinski Schmidt

Dealers are our ‘key jewel’ at CLARK facility in Louisville,” he said. This includes assembly work on Clark’s models of trucks in the production facility and at the headquarters the sales, marketing and engineering services, according to Johnson.

Clark utilizes independent entrepreneurial dealerships for all of its distribution. Johnson said the average tenure of a Clark dealer with the company is about 25 years and so care is taken to ensure terms are accommodating for both parties in a lengthy partnership.

A “critical bridge.” This is how Scott Johnson described the dealers who work with CLARK Material Handling Company.

“We believe that the dealer continues to remain the critical bridge between us as the factory and the end user customer,” said Johnson, vice president of sales and marketing for Clark, overseeing the company markets in the U.S., Canada, Mexico and Latin America.

He also currently sits on the Industrial Truck Association Board of Directors as chairman and is a member of the executive committee. He is a participating member of the Material Handling Equipment Distributors Association (MHEDA), according to his online biography.

This month, as Material Handling Wholesaler focuses on the key relationship between dealers and manufacturers in the material handling industry, we spoke with Johnson about how this process works at Clark and what challenges and opportunities are ahead for both parties within this pivotal partnership.

‘Close to the market’

It is a system that works well, he said. “Dealers can do things that it is hard for a manufacturer to do because they are closer to the market than we are.

They have a more intimate knowledge of customer wants and needs,” Johnson said. This includes working to solve multifaceted problems, according to Johnson.

“In many cases when a customer is requiring or needing a multi-pronged solution that involves my products but my products may not to be the sole solution, the dealer is able to bring that all together,” he said.

‘Well educated and well connected’ From Johnson’s vantage point, many of today’s dealers are skilled at providing solutions to complex needs.

“There’s really nothing a customer can want for that a dealer can’t coordinate,” he said, naming warehouse management systems, racks, docks and doors, as a few of those areas of expertise. “An A-level dealer, which is what Clark predominately deals with, those companies are able to provide all of those solutions,” said Johnson, describing the best of current dealers as “well-educated and well-connected” and able to craft multi-tiered platform solutions.

Johnson has been with Clark since 1995 and works in the company’s North American headquarters based in Lexington, Ky.

“We have great confidence in our dealers and dealer salespeople. They’re really smart people and they know what they’re doing. They have the ability to use so many different resources,” he said.

“Just about every task that a dealer would need is coordinated either through this facility or our sister

Asked whether the wide array of expertise needed to be a successful dealer today also creates a lot of

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Cover Story continued pressure, Johnson agreed. “It used to be that you brought in the lift truck. Now you’re bringing in the lift truck, the rack and some type of warehouse layout,” he said. “Now customers are looking for power solutions in the warehouse. A sales person has to be well-versed in lithium ion, fuel cells, fast charging.”

Dealers are now knowledgeable about such subjects or have someone on staff who is, according to Johnson. “If you’re going to just drop off the quote for the truck, that’s probably not going to get you the deal,” he said.

‘A great business to be in’ Another current challenge is attracting new talent to the industry, on both the manufacturing and dealer sides of the supply chain.

“In today’s world it is more difficult that in the past to find qualified dealers. It’s a challenge for our industry. We don’t have people coming into the industry like we used to,” Johnston said.

Efforts need to continue to attract new talent, he said, noting that MHEDA has several current initiatives

designed to help young workers learn about the material handling industry.

“I give kudos to MHEDA,” said Johnson, noting the need for those involved with the industry to spread the message of what it has to offer. “This is a great business where you can make a fair wage. You can see some really neat things, meet some fantastic people.

You can apply skills you have learned throughout your life to sell forklifts. It’s a great business to be in,” he said.

‘Lots of positive vibes’ Still Johnson believes, through his role at Clark and as an industry leader, that the outlook for the industry remains strong.

“We’ve had several record years in a row for our industry that bodes well for sales and for everyone, not just Clark,” he said. While such record levels may not necessarily continue in the next few years, Johnson said “predictions are indicative of a very robust industry” in the near future.

At Clark, he said investments in the company’s people, inventory and facilities continues.

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Cover Story continued Johnson predicted that manufacturing consolidations will slow in the coming years, while there may be more consolidation at the distribution level. He said technological advancements are also ahead. “Technology continues to work its way into our products at the OEM level and distribution level,” said Johnson, adding that fuel types will continue to evolve as well. “It’s exciting times. There are a lot of positive vibes out there,” he said, advising other businesses to stay focused and continue investing in their operations.

Clark is currently working on a variety of new initiatives, including a new three-wheel truck for customers and dealers to begin purchasing in 2020.

‘The key jewel’ The Clark model of manufacturer and dealer relationship is likely to continue long into the future, Johnson said. “I don’t see it changing. We are committed to this distribution model, committed to the independent dealer. We believe that grassroots entrepreneurial perspective is key to our success,” he said.

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Asked whether there are variances across the company’s global dealer network, Johnson said there are some regional differences perhaps in language or sales methodologies or cultural backgrounds. But the “root DNA” is the same.

“There are some core competencies that transcend country lines or languages,” he said, describing how dealers from across his coverage area of North and South America will bond during conferences, like new equipment sales training events.

“For a week these folks are embedded with each other,” he said, saying that by the end of the week, the attendees will have bonded. “They’ve gained respect for each other and the common denominator there is Clark,” he said.

Johnson explained the impact of the company’s dealer network by presenting a hypothetical scenario in which Clark switched to producing an entirely different product. “If I decided tomorrow that we wanted to distribute tablecloths, I could be in the tablecloth business from Tampa to Seattle in about 48 hours,” he said.

“That is the power of the Clark family and the power of a cohesive distribution network.”

Eileen Schmidt is a freelance writer and journalist based in the Greater Milwaukee area. She has written for print and online publications for the past 13 years. Email editorial@MHWmag.com or visit eileenmozinskischmidt.wordpress.com to contact Eileen. If your company would like to be featured, email editorial@MHWmag.com

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“I have had the pleasure of working with all of our dealers since ‘95 and Clark would not be what it is today if it wasn’t for our dealers. “To me, it’s the key jewel in the crown.”

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Aftermarket Dave Baiocchi

2020 plans – Service Department In this issue I want to discuss ideas for both budgeting and planning service department performance. The goal here is to look at this process from a new vantage point, and use this opportunity to truly engineer initiatives and improvements. No simple formulas - no “box checking”.

Once again, any meaningful planning session will include an assessment of our current (S)trengths, (W)eaknesses, (O)pportunities, and (T)hreats. Once identified, we must formulate strategies consistent with these categories to heighten our advantages and minimize our risks.

Forecasts are an educated guess at a desired result.

Achieving these results requires action. These actions (behaviors), must be strategic, specific, and understood by the entire team. Every process and SOP that we adopt should be tied to these specific objectives.

In October, I suggested the adoption of some specific initiatives and accountability programs that would help to create desired results within the parts department. This month I will add some methods to help us achieve SERVICE our department objectives.

Let’s start with the assumption that all forecasted targets are going to be consistent with three generally accepted norms: • Forecasted service sales are going to INCREASE. We want to sell more labor.

• Forecasted service expenses are going to INCREASE. We want to mitigate this expense if we can.

• Forecasted profitability is going to either IMPROVE or MAINTAIN its current level.

Suggestions for initiatives and behaviors that will help us meet these goals: • “Pre-capturing” maintenance services Every piece of equipment that the dealerships puts into service (new or used), comes with a specific list of maintenance requirements published by the manufacturer. As an industry, many forklift dealers 8

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ROUTINELY miss opportunities that are afforded for us by the OEM. It seems that our goals and thought processes when preparing for the sale of maintenance, are fixated on PM service programs.

I don’t have an issue with the sale of a PM. I do however believe that as dealers, it’s our job to EDUCATE the customer on ALL of the maintenance needs required. PM Programs are structured around the needs of the equipment at a 250- or 500-hour service interval. Replacement of the engine oil, lubrication of high wear components, as well as replacement of oil and air filters are normally the salient tasks required at these intervals.

Other systems however require maintenance as well.

• Transmission / Torque converter • Differential / Final Drive • Cooling System • Brake System • Wheel Bearings • Ignition System • Fuel system These systems have much longer service intervals, and are not generally incorporated into a standard dealer PM offering. Most dealer service scheduling and quoting systems are not well formatted to alert the dealer as to when these additional services become due.

In addition, we do not normally use the hour meter reading reported by the technician as a tool to “drive” the proposal of additional maintenance services to the customer.

There are dealer organizations that have addressed the differing levels of PM maintenance inclusions by representing a tiered PM system. (Silver/Gold/ Platinum). These systems are a good start to addressing maintenance items that are routinely missed. Many of these programs however simply offer these services at prevailing rates when they are due, and the customer is invoiced for them (or declines them) on an individual

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Aftermarket basis. Budgets being what they are, the sticker shock that can result from one PM invoicing at $130, and the next one at $950 actually deters customers from approving the “Gold or Platinum” maintenance offerings.

I much prefer the idea of “pre-calendaring” a maintenance proposal to include ALL of the OEM specified maintenance over a 5-year period, and amalgamating the pricing for all these items into one static monthly rate, which is invoiced much like a Long-Term Lease with Full Maintenance and Repair (LTRFMR) program. This calendared program however addresses MAINTENANCE only. The price point should fall between a standard PM and a LTRFMR program. This serves to widen our offerings, and allows us to offer our regular PM as a “fallback” proposition. The calendar program “precaptures” long term maintenance. These services are now always addressed, because they are “on the calendar” and INCLUDED. No more excuses, forgetting, or having the service declined because it “too expensive”.

Service menus and strategic van inventory If you are a regular reader of my columns, you already understand my penchant for having the RIGHT inventory on board the service van. You will also expect me to once again harp on the need for dealers to provide the tools necessary for the technician to quote, close and complete repair items on the spot.

This can’t happen without a regularly updated van inventory. The correct inventory will mirror the makes and models that the individual technicians are likely to be working on. Broad brush inventories I regularly see are cursory, inadequate, and ineffective. We have to connect the dots manually. Our technician should be a partner with us in determining the right inventory, so that they can complete same-day repairs.

• Leveraging telematics data Telematics functionality is already available for most makes and models of forklift and industrial equipment.

These devices are game-changers. They wirelessly broadcast the status of the equipment to both the dealer and customer. This data can be used to manage the maintenance needs we talked about earlier. It also gives your CSSR reporting data that can lead to high-value 10

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customer visits, where real time needs can be evaluated.

We can now truly help the customer actively manage his fleet.

The question is…. ARE WE DOING THAT? New technology is great, but in order to wring the value out of the system we have to actually format the reports, and have a dialog with the customer. If we don’t have an “in the field” battle plan to leverage that data, we need to develop one.

• Incentives that motivate The one place that incentives can really drive additional revenue and profitability is field service. I have seen dozens of incentive programs in my travels, and to be honest…. most of them are simplistic, boring, and rote.

Paying a dollar for every tire sale is NOT a program. It’s an “attempt”, and a weak one at that.

During the MHW One-Day Dealer Conference held in September, I introduced dealers to the ideas of rotating incentive programs with limited time frames and graduated rewards. These are programs that actually get the employees attention, and “call them up” by increasing rewards when they reach the “next level”.

I’d be happy to chat with you about how to structure such a program. Suffice it to say that if we want to GROW our service revenues, we have to equip, educate and motivate the employees that have the greatest opportunity to interface with the buying public. Our service techs are our greatest asset in this regard.

Summary The bottom line to growing our service business in 2020 will be doing things ON PURPOSE. No more “automatic” or “by default” practices. Plan, execute, then measure the results of the initiatives. If we do this, we will find new opportunities and growing rewards.

Dave Baiocchi is the president of Resonant Dealer Services LLC. He has spent 37 years in the equipment business as a sales manager, aftermarket director and dealer principal. Dave now consults with dealerships nationwide to establish and enhance best practices, especially in the area of aftermarket development and performance. E-mail editorial@mhwmag.com to contact Dave.

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Bottom Line Garry Bartecki

Is it time for a ‘fresh look’ at your business?

Before we get started, I would like to have you get hold of the October 31, 2019 issue of Forbes Magazine and Steve Forbes Fact and Comment on pages 21 and 22. In this column, he defends profits and wealth and how they help produce the GDP and GO numbers generated by our economy. He also goes on about the costs of living in a Scandinavia which are far above what any U.S. citizen is currently paying. In short, without wealth and profits our economy would stagnate. Well worth the read.

With all the craziness going on you should really have a fallback position planned out for 2020.

In addition, there is a weekly commentary from John Mauldin called “Thoughts from the Frontline” which is free and very well written in “English” and understandable. I suggest you sign up for it and when you do go back over the last couple of months columns and find the discussion about MMT (Modern Monetary Theory) to get a review of what this all means. In very simple terms, MMT suggests can just print money to pay for things without impacting the overall economy.

Personally, I have a problem with that theory. Mr. Mauldin tells it straight no matter if it is good news or bad news. He also invites other economists with opposing views to make their case as well.

One adjustment I know of that needs discussion is the interest rate being charged because most likely the rate was set when interest rates were higher and expected to go even higher, when in fact they have moved lower and may wind up even lower yet. This being the case a request for a lower rate is certainly reasonable. And you know what, I think you will get it.

Both issues could be on your plate within the next 12-18 months requiring some thought as to how and when they may alter the course of your business.

Back to a ‘fresh look’ at your business.

Part of your year-end planning most likely includes a review of your current bank relationship including terms for your working capital lines, equipment lines, floor planning arrangements and potential new lease agreements and those covenants you need to deal with.

Floor planning may be provided by another source but still requires a review to see if any adjustments are necessary.

Based on what I am hearing and seeing banks are looking for additional business and do not want to lose current customers. So, unless you are a terrible credit risk, I think you will find them to be willing to listen to any reasonable request for a rate adjustment.

I recently had bankers in for one of the companies I work with and threw out how the rates have decreased and current Libor + 2% is lower than what I am paying. They didn’t walk out. They didn’t say “No”. In fact, they immediately said Ok, we will look at it and come back with a lower rate. Quite frankly, I almost fell out of my chair and was ready to ask for an interest only period but stopped myself before asking. So, get on the phone and get them in to discuss adjustments to loan terms, covenants and interest rates.

You may be surprised at what you get.

At this time of year management is reviewing 2019 results along with the pluses and minuses encountered along the way, and at the same time creating the planning for 2020 along with a budget expected to meet debt service and adequate cash flow to fund Cap-X needs. I would assume that by the time you read this you have a folder on your desk containing both the plan and budget taking into account some Now let’s get to the fresh look of your business. sensitivity analysis reflecting how cash flow would My question here is: be impacted if revenues fall short by 20% or exceed ARE YOU CURRENT WITH INDUSTRY budget by 20%. Nice to have this data at your fingertips AND/ OR BUSINESS TRENDS you read about now so that you can have a plan in mind to mediate every day in the email you receive? Are you adapting any cash flow problem.

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Bottom Line to change, or will you find yourself competing with others who have lowered their costs along with providing more and better services?

ARE YOU EASIER TO DO BUSINESS WITH than you were five years ago? If not, you need to take a ‘Fresh Look’ at your business and find out what others are doing, how much it cost to do it, and how they are implementing the changes and tracking result?

Some of the questions you may investigate are as follows: • Do you have an APP for your business?

• Is your accounting and CRM systems state of the art?

• Can you drill down into your data to search out opportunities?

• Are you marketing effectively and measuring related results?

• Are you training you sales staff using the latest lead generation methods?

• Are you making more money with fewer employees?

If you cannot answer “Yes” to at least four or five of these questions, I suggest you bring your management team back to the table to discuss how you will remain competitive without adopting new systems and procedures that provide more sales per employee and more gross margin per employee, or said another way….using technology to replace people and reduce costs.

Is it time for another meeting at your company?

Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail editorial@mhwmag.com to contact Garry.

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15

Human Element Aggie Alvarez, Caliper Corporation

Create a long-term success plan for your new hires

A new season of hiring means welcoming lots of new members to the team. Change can be challenging, so it’s important to focus on creating a long-term plan for your new hire’s success within your organization.

This helps build an employee development framework for both you and the individual so they can make a smooth transition and feel empowered to take on their new role, while working toward their career goals and meeting organizational needs.

We’ve put together the four necessary points you need to focus on when planning and building out your long-term success plan for your employees.

1. Onboarding and training Your plan for the long-term success and growth of your new employees starts with onboarding and training. Ensuring they have the necessary materials and tools to help them jump in and stay in is essential for overall employee success – and it all starts with onboarding and continues with training. So how can you plan for the best onboarding and training for new hires without falling into common traps? Below are a few common mistakes and how to avoid them so you can maximize your onboarding and training initiatives: Common mistakes in your onboarding process: • Fast-tracking executives. Onboarding isn’t just for entry-level employees. Many organizations pass right by the onboarding process for their executivelevel hires, but don’t assume that they don’t require proper onboarding. While they have more experience, every company is different and has unique needs that their employees have been hired to fill. By onboarding every level of new hire, you will be able to ensure success and continuous growth within your company.

• Relying on charts and bullet points for communication expectations. Take the time to actually show new employees where to go and who to talk to, and introduce them to members of their new team. Many companies fall into the trap of leaving new employees to fill in the gaps themselves.

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By creating this bridge of communication, you’ll have lines of communication open from the start. As a result, you’ll be able to help make your employees feel more comfortable reaching out to others, collaborate more effectively, and boost productivity.

How to maximize training and onboarding: Multi-Device Learning: Maximize your new hire’s performance and potential with multi-device learning from the start. You’ll find your workers will be far more engaged with your training when they’re able to self-direct their education and are not forced to spend hours away from their desks to do it. You’ll also have a far more productive workforce, as they can use your learning platform at their times of need and immediately put their learning into practice.

Plan for the first 3-6 months: Frequently, companies end their onboarding after a month, sometimes even less, which can make your new hires feel disconnected and lost. Learning expectations and being entirely comfortable in a new role can take six months or more, and according to SHRM, only 15% of companies continue onboarding after six months. Take into consideration that nearly 90% of employees decide whether to stay or go within that first six months — those first few months make a significant impact on that decision.

2. Goals and benchmarking Do you and your new hire have the same understanding of the role and the expectations thereof? It’s crucial to start on the right foot. Start by collaborating with their team and supervisor to make sure goals and training align with team needs and how the new employee fits in. Building this into your success plan will help create a smooth transition into the employee’s new role.

Helping your new hire set goals with their supervisor and strategize a game plan to execute those goals will not only give insight and motivation for your new hire but will also provide the organization a better look at how each employee is impacting the business.

This isn’t something you necessarily implement within

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Human Element Ben Murray the first few days, but planning for the next six months, or even further, can help them understand their overall path with the company.

Setting your new team members up with a tool like the Individual Developmental Guide will help direct them to take ownership of their own growth to reach their goals and keep them on track. Utilizing such a tool will help you and your new hire develop a strategic long-term training plan to maximize their performance and boost their engagement.

Tip for Success: Have a mentor program – connecting your new hires with an experienced team member to bounce ideas off of, hold each other accountable, and give them a sense of support to push out those goals will build a strong foundation for your new hire.

3. Professional development and continued learning Learning doesn’t stop after onboarding. Help each employee reach their maximum potential by going beyond traditional training by training selfawareness. The best way for employees to grow their own strengths is by understanding what they are. With the Individual Developmental Guide, your employees and managers can stay connected, and it allows management to take part in each employee’s continuous training. Setting, executing, and completing goals is just one small part of the guide. Your managers and employees can also practice and improve different skills and evaluate their own success.

Professional development is one of the key benefits candidates often search for in a company. They want to know that they will be challenged and have the opportunity to grow, improve, and climb in their profession. Planning out and building this into your long-term success plan — and continuously building on it throughout an individual’s time with the company — keeps them on track and shows them that you want them to succeed. The Individual Developmental Guide is designed to help employee’s understand their own personal traits, motivators, stressors, and behaviors, so they can work with their managers to build their success plan and utilize actionable recommendations for growth and development.

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4. Promotion and leadership You’re spending a considerable amount of time — and possibly money — to help your employees improve their skills. To get a return on investment, your employees need to be able to put those new skills to work in your company – and possibly in a new role – as they flourish.

Did you know 30% of employees feel undervalued in their current position? That’s a large portion of the workforce that doesn’t feel as though they’re being heard. Evaluating performance and identifying career advancement opportunities for your employees is crucial to keeping them and creating long-term success. Discover the collaborative nature of the Individual Developmental Guide, which keeps the lines of communication open and engaging, so you’ll be able to identify those employees who are ready for advancement and set them up for leadership. Given its unique perspective, the guide is often used in both the onboarding process of new employees, as well as later discussions about career aspirations, making it a valuable tool for employee performance management and development. Then aligning the Individual Developmental Guide with competency-based training modules from the Caliper Precision Series, you will be able to successfully close the loop for success when moving from onboarding to ongoing training and development.

About Caliper - For nearly half a century, Caliper has been helping companies achieve peak performance by advising them on hiring the right people, managing individuals most effectively and developing productive teams. The accuracy, objectivity and depth of our consulting approach enable us to provide solutions that work for over 25,000 companies. To find out more about how Caliper can help you identify and develop people who can lead your organization to peak performance, please visit us at www.calipercorp.com or call them at 609-524-1200. Email editorial@ mhwmag.com to contact Caliper.

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21

Sales Trends Jeffrey Gitomer

Objections are not the issue. You are!

For some reason, over the past 60 days, the word “objection” has been the prime topic of my email buzz and my customer’s requests.

Most objections are either bogus, or they’re stalls, or lies, or they carry with them a hidden meaning where the customer is crying out for help, but doesn’t really want to state it in those terms.

The biggest and age-old objection is “price.” How many times have you heard, “Your price is too high,” or “I can get it cheaper someplace else,” or (the best one) “Match this price.”

When a customer objects for whatever reason, they’re actually telling you that they want to buy (they may not want to buy from you, but they want to buy). And if they’re going to buy from you, additional answers need to be provided – answers that will provide reassurance, answers that will provide peace of mind, and answers that will allow your prospect to move forward and give you some of their money.

Over the years I’ve defined objections as barriers, because there is normally something hidden way beneath the surface. And in order for the sale to take place, the barrier must be lowered. Sometimes even eliminated.

I’ve also defined the biggest objection besides price to be the unspoken risk that the customer perceives, but won’t talk about.

Let me give you a couple of examples. When the customer says price is too high, what they’re really saying is, “My perceived value in doing business with you is not high enough to meet your price.”

Salespeople and sales managers try to address the price issue with a tactic or some kind of sales talk. It doesn’t work – not, it never works, but it almost never works. And even if the salesperson is persuasive, and manipulates his or her way to the sale, the buyer will often have remorse and want to cancel the transaction.

HERE’S MY RECOMMENDATION: Rather than trying to give you some slick sales talk, I suggest you re-engage the customer with dialog that uncovers 22

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December 2019

real reasons and eventually gets down to their buying motive. If I uncover the buyer’s motive, I will make a sale regardless of price. If I engage the prospective customer in a value-based and value-driven discussion, I might be able to get them to see my perspective.

CAUTION: I’m not talking about value-add or added-value. I’m talking about the value that is perceived by the customer in order to move forward – value that will differentiate and set you apart from your competition.

NOTE WELL: If the customer perceives no real difference between you and your competition, and no real value between what you offer and what they offer, then the only thing that’s left is price. Therefore, when price is an objection, you merely have to look at your ability to differentiate and your ability to create value in the mind of the customer.

But let me return to the central issue. Objections occur in sales presentations. So, if you want to eliminate all sales objections, eliminate the sales pitch. Concentrate on gaining and building rapport.

Concentrate on meaningful dialog where the customer feels they benefit. Concentrate on preventing common objections that occur by putting them into your conversation. And concentrate on your ability to engage and connect with the customer emotionally.

Sales are made emotionally and justified logically.

I’ve just given you a difficult sales lesson because it flies in the face of everything you’ve been using for the past decade, maybe more. But I promise you it’s the best way of creating relationship – not just gaining an order. Gaining an engaged customer who likes you and respects you, a customer who will likely purchase again (and again).

HERE’S MY CHALLENGE TO YOU: Call your top 10 customers and invite them, either individually or as a group, to a breakfast or a lunch where you talk to them about building relationships. Ask them what they consider important and ask them how much of a role value plays in their decision making versus price.

Then ask them why they buy from you. Those 10

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December 2019

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Sales Trends customers combined with the strategies that I’ve given you above will not alleviate all of your objections, but they will alleviate most of them.

Some customers will always just buy lowest price.

I recommend you give those customers to your competitor, in order that they may make no profit.

Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about

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December 2019

Proudly Announcing Our Associate Membership to the Rack Manufacturers Institute

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25

Nuts & Bolts

Acquisitions, expansions & other business news

Magna Tyres announce strategic partnership in the USA

United Rentals announces expansion in Charlotte adding 150 new jobs

Magna Tyres Group has announced its first strategic cooperation and alliance in USA with Tires Direct, quickly after the earlier announcement of opening an US office. Tires Direct is a very important partner in the U.S. market for Magna Tyres Group to expand the business. Magna Tyres growth trajectory in the last half year has been significant and the partnership with Tires Direct is another milestone. www.magnatyres.com

United Rentals has announced a major expansion of its operations in Charlotte, N.C., aiming to bring 150 new jobs. The company has completed a longterm lease for a new corporate campus in University Research Park. The company will also build a command center for the United Rentals Emergency Response Team in the new building. The new campus will be in a nearly 100,000-square-foot building at 10330 David Taylor Drive in University Research Park, the company announced. It expects to be in the building by mid-2020. www.ur.com

Bobcat invests $17 million in North Dakota manufacturing facility

Raymond founder inducted into 2019 Supply Chain Hall of Fame

Bobcat Company has announced plans for a $17 million investment at its Gwinner, North Dakota manufacturing facility. “We are excited to strengthen our North Dakota manufacturing footprint,” said Mike Ballweber, president of Doosan Bobcat North America.

“As the industry leader, we will continue to invest in our operations to meet the demand for our products.”

He added. The investment plan calls for installing a new, state-of-the art powder-coat paint line and adding 30,000 square feet of manufacturing space to the Gwinner facility, which currently has 750,000 squarefeet. www.doosanbobcat.com

The Raymond Corporation’s founder George Raymond Sr. was announced as an inductee into the 2019 Supply Chain Hall of Fame by the Council of Supply Chain Management Professionals (CSCMP) at the recent EDGE Conference in Anaheim, California. George Raymond Sr. established Raymond’s success in 1922 when he purchased a foundry in Greene, New York. Seventeen years later, George Raymond Sr. was granted patents for the double-faced wooden pallet and the hydraulic hand pallet truck revolutionizing the material handling industry. www.raymondcorp.com

❄

Merry Christmas ✴ ❄ ✴

from the Material Handling Wholesaler❄Staff!

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December 2019

ClearCap & TuffCab! ClearCap Roof Covers!

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An Old-fashioned Holiday Wish for You Here’s hoping this holiday evokes fond memories of celebrations past and brings you all the joy and excitement of this magical season. Thanks for doing business with us. We look forward to seeing you often in the year to come.

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December 2019

JAKE AGNEW | jake@theforkliftpro.com LUC LEMIEUX | luc@theforkliftpro.com

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Thombert DYALON® “J” drive tires offer you the traction your reach truck or order picker needs to start and stop on a dime. Providing improved safety with the durability you need for less downtime, lower maintenance costs, and better lifetime value. Stop on a dime but save a lot more with 90 Shore A durometer DYALON® “J” drive tires.

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Discharge · Desulfate · Charge · Maintain Xtender Battery Regenerator · Battery Monitoring System Flight Systems Industrial Products 800-333-1194 · www.shop.fsip.biz

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December 2019

QUALITY& VALUE For Over 50 Years

Power Steering Units Cylinders Pumps Valves

New & Remanufactured Exchange Precision Remanufactured Hydraulic Parts 15600 W LINCOLN AVE P.O. BOX 510269 NEW BERLIN WISCONSIN 53151 PH: 262-641-8000 FAX: 262-641-8010 A SUBSIDIARY OF HADER INDUSTRIES INC.

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December 2019

31

Shifting Gears

Industry personnel and organization news

Toyota Material Handling promotes Ewing to Director of Dealer Development Toyota Material Handling (TMH) has announced the promotion of Anne Ewing to Director of Dealer Development. In her new role, Ewing will manage both dealer development and dealer operations functions. Ewing previously served as TMH’s National Manager of Dealer Development. Prior to joining TMH, Ewing served in a number of dealership roles, including Chief Financial Officer, Vice President of Sales and Operations, and part owner. Dealer development is a core part of the TMH organization, and Ewing’s primary role is to develop and maintain those relationships effectively. www.toyotaforklift.com

Engage Technologies Corporation promotes Mylrea to Packaging District Manager Engage Technologies Corporation announces the promotion of David Mylrea Jr. to the position of Packaging Specialist – North Central Region for the Eastey and AFM divisions. Hired in 2015, David has held a variety of roles within Engage Technologies. Most recently, he was the Packaging Product Manager for the AFM product line and played a crucial role in selling AFM consumables including tamper bands and shrink film.

In his new role, David will be responsible for the North Central Region of the United States covering MN, WI, ND, SD, NE, IA, CO, KS, MO, as well as Canada. www.engagetechnologies.net

Shoppa’s appoints new Marketing Manager Shoppa’s Material Handling has appointed Ellena Fortner Newsom as Marketing Manager at Shoppa’s 32

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December 2019

Material Handling and Shoppa’s Mid America. Fortner Newsom will develop and implement marketing strategies for Shoppa’s, while assuming responsibility for brand management and corporate identity. Other job objectives include coordinating all marketing, advertising and promotional activities, while advising the executive management team on customer research and current market conditions. www.shoppasmaterialhandling.com

Mac Rak joins the Rack Manufacturers Institute Mac Rak has joined the prestigious Rack Manufacturer’s Institute (RMI) as an associate member. Mac Rak is a 19-year-old enterprise with manufacturing performed at a new 70,000 square foot facility situated on a 12-acre parcel in Moberly MO. Mac Rak repair kits meet or exceed ANSI/RMI 16.1 guidelines. Mac Rak produces and provides nationwide installation services for any type of pallet rack system. www.macrak.com

ELFA announces Lori Frasier will receive 2019 Distinguished Service Award The Equipment Leasing and Finance Association (ELFA) has selected Lori Frasier, Chair of the ELFA Women’s Council, to receive the 2019 Michael J. Fleming Distinguished Service Award. The award honors individuals who have made significant contributions to the association and the equipment finance industry. Frasier will be formally recognized during a ceremony at the 58th ELFA Annual Convention in Washington, D.C., on October 28. www.elfaonline.org

SAFETY | STORAGE | EFFICIENCY

Combilift are leaders in providing innovative material handling solutions including sideloaders, 4-way forklifts and straddle carriers. They are designed to handle long and over-sized loads guaranteeing considerable improvements in space utilization and safety. With capacities ranging from 3,000 lbs - 220,000 lbs, it’s a safe choice to go with Combilift.

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Do more for your forklift fleet.

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PARTNER with AIT. Give Your Customers More Than They Expect.

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** FORKLIFTS WANTED ** We Will Buy Quantities! Call Us With Details - We Want Your Surplus Stock 2014 TOYOTA 8BRU18

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AERIAL EQUIPMENT

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➤Pallet Jacks

800 Trucks In Stock

All Makes and Models Chicago and California Stock

ATLAS INTERNATIONAL LIFT TRUCKS 1815 Landmeier Rd. • Elk Grove, IL 60007 (847) 678-3450 • Web: www.atlasd2d.com

Toyota Forklifts

➤ Pallet Truck Parts

Over 1,000 in Stock

Wholesale Packages Available

Bell Fork Lift, Inc.

34660 Centaur, Clinton Township, MI 48315 586-415-5200 . www.bellforklift.com

➤ RACK / SHELVING ➤ New ➤ Manufacturer/Suppliers

• • •

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

800-939-DYNA (3962) www.dyna-rack.com

➤ Manufacturer/Suppliers and Transmissions

➤ REPAIR SERVICES ➤ Motors (Electric) ...is the solution to all your electric D/C, A/C, Wind Turbine & GSE Motor needs.

New • Rebuilt • Motors • Armatures • Parts

Reman Engines, Transmissions, Drive Units, Steer Axles & Differentials

800-447-3967 | www.charnor.com ➤ Steer Axle Assembly

Steer Axles

800-447-3967 | www.charnor.com

Locations Coast to Coast

800-435-9346 | www.warfieldelectric.com

➤ Transmissions

Reman Transmissions, Drive Units, Differentials & Torque Converters

800-447-3967 | www.charnor.com

www.MHWmag.com

December 2019

39

➤ SAFETY PRODUCTS

➤ TIRES / WHEELS

VULKO TREAD

THE BEST POLYURETHANE WHEELS AND TIRES

AVT

AMERICAN VULKO-TREAD CORPORATION

690 Chase Ave., Elk Grove, Illinois 60007 Phone: 847-956-1300 • Fax: 847-956-1339 • 800-323-6052

Website: www.avt.us • E-mail: avtsales@avt.us

• •

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

Classifieds • Specialty Material Handling, Inc.

800-939-DYNA (3962) www.dyna-rack.com

OHIO RACK

Original & Aftermarket Parts for Most Equip.

FORKLIFTS & TIRES 713.460.8197 • 800.687.3884 fax: 713.460.5941 www.forkliftsandtires.com

The

Experts

We BUY & SELL

Bought & Sold, Rentals, New & Used Parts, Appraisals, Technical Support

Portable Stack Racks Flexible Packaging

Gregg Zdan

NEW & USED

(734) 641-1800 www.useddrexels.com

800-344-4164 Fax 330-823-8136 Email: ohiorack@cannet.com

www.ohiorack.com

Associated with DREXEL Industries since 1972

•

•

•

•

➤ STORAGE EQUIPMENT

www.superioreng.com

40

www.MHWmag.com

December 2019

Sunbelt Material Handling wins Unicarriers President’s Award

ALT Sales Corp. named Elite Dealer by National Crane

Unicarriers America Corporation has recently named Sunbelt Material Handling as its 2018 President’s Eagle Award winner during the company’s annual President’s Club celebration in Banff, Alberta, Canada. Sunbelt Material Handling is located in Dallas and has been an authorized dealer for nine years. The company has been selected as a President’s Club Award winner for the past four consecutive years.

ALT Sales Corp., a member of the ALL Family of Companies, has earned Elite Dealer status from National Crane by Manitowoc. It’s a prestigious designation, one that has been earned by just two dozen other dealers throughout all of North America.

The honored status recognizes the hard work of ALT Sales Corp. and its entire staff, who prepared for over three years to create practices and efficiencies that demonstrably benefit customers through increased machine uptime. www.altsales.com

www.unicarriersamericas.com - www.sunbeltmh.com

Used parts Great deals on hard-to-find, early & late model parts for most makes and models

Please call

FORKLIFT PARTS CO.,INC. 8 0 0 . 4 4 1 . 3 7 7 1

•

8 1 7 . 8 4 7 . 7 2 2 7

Fax 817-847-6552

www.allbrandforklift.com • e-mail: joewerthmann@sbcglobal.net

www.MHWmag.com

December 2019

41

THIS IS THE NEW NORMAL Proven Solutions That Work!

The NEW NORMAL Trucks Are On The Road Now!

RENTALS

SALES

PARTS

Provide safe, secure, material handling solutions • • • •

One truck that does it all!

Various masts up to 360” Operates in 4 1/2 ft. Vna aisle Long load handling

Thomas Lift Truck

3-Wheel SLT 22/30 up to SL120 Late models in stock 19842009 Reconditioned Includes Warranty

Combilift 4-Directional Sideloader C5,000 to C17,3000 C6,000GT

FL40EX & FL60EX Explosion Proof Ex Rated Limit your exposure to potential hazards.

ANSI/UL583 Label

For more information on Drexel Swingmast, EX Rated Trucks & the Combilift Please contact John Gowland at 1-800-651-5850 or e-mail jgowland@jhthomas.com

Advertiser's Index­ ____________________________________________________ 3D STORAGE SYSTEMS LIMITED. . 20

GRINDSTAFF ENGINES, INC.. . . . . . 3

NUTTING. . . . . . . . . . . . . . . . . . . . 34

ADVANCE METALWORKING

H&K EQUIPMENT COMPANY . 24, 28

RESONANT DEALER SERVICES. . . 28

COMPANY, INC. . . . . . . . . . . . . . 34

HADER INDUSTRIES INC. . . . . . . . 31

SAFETY SYSTEMS & CONTROLS

ALL BRAND FORKLIFT PARTS . . . 41

HC FORKLIFT AMERICA CORP. . . 15

INC.. . . . . . . . . . . . . . . . . . . . . . . 34

AMERICAN INDUSTRIAL

HESS AUCTIONEERS. . . . . . . . . . . 24

SHOPPA'S MATERIAL HANDLING. 36

INDUSTRIAL FORKLIFTS. . . . . . . . 21

SUPERIOR ENGINEERING. . . . . . . 40

JH THOMAS INDUSTRIES LTD. . . . 42

TELE RADIO LLC. . . . . . . . . . . . . . . 6

JOSEPH INDUSTRIES, INC.. . . . . . . . 7

THE FORKLIFT PRO . . . . . . . . . . . 28

COMBILIFT LTD. . . . . . . . . . . . . . . 33

MAC RAK INC.. . . . . . . . . . . . . . . . 25

THOMBERT, INC. . . . . . . . . . . . . . 29

DYNA RACK . . . . . . . . . . . . . . . . . 34

MATERIAL HANDLING INDUSTRY

TOYOTA FORKLIFTS OF

TRANSMISSION, INC. . . . . . . . . . 35 BLUFF CITY DOCKHOPPERS. . . . . 17 CLARK MATERIAL HANDLING CO..5

(MHI). . . . . . . . . . . . . . . . . . . . . . 23

ATLANTA . . . . . . . . . . . . . . . . . . 13

MICROLIFT GROUP COMPANY LTD.1

TVH. . . . . . . . . . . . . . . . . 2, 14, 30, 44

PRODUCTS (FSIP). . . . . . . . . 24, 30

MILLENNIUM INDUSTRIAL TIRE. . 43

WEST POINT RACK, INC. . . . . . . . 11

FORKLIFT-INTERNATIONAL.COM.37

MOR-VALUE PARTS COMPANY. . . 19

WY'EAST PRODUCTS. . . . . . . . . . . 27

ENGINE POWER SOURCE . . . . . . . . 9 FLIGHT SYSTEMS INDUSTRIAL

MORE ADVERTISERS & RESOURCES AT WWW.MHWMAG.COM 42

www.MHWmag.com

December 2019

NEXT GENERATION

POLYURETHANE WHEELS

BREAK THROUGH

CHEMISTRY

LOWERS

Keep your fleet on the floor and out of the maintenance shop.

Finally there is a wheel engineered for the demands of today’s 24/7 warehouses. Falconium utilizes a revolu-

MAINTENANCE COSTS

®

tionary break through in polymer chemistry to give you wheels that carry up to 40% heavier loads and can withstand the internal heat buildup that causes yesterday’s wheels to fail.

polyurethane wheels Falconium boosts productivity by reducing downtime and costly wheel change outs. Contact your Millennium dealer to setup a test drive and find out why warehouse managers across the country are making the switch to Falconium . ®

®

UNPARALLELED LOAD CAPACITY GO FARTHER, RUN LONGER

GUARANTEED

Toll Free 800 421-1180 www.millenniumtire.com

In ONE DAY Santa covers 120 million miles delivering packages

In ONE DAY TVH covers 92 percent of the industrial truck population with same-day ground service to ensure your parts arrive when you need them.

Happy Holidays from your friends at TVH www.tvh.com